Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions

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understand how to begin to balance these in organising for international logistics.
understand challenges of international logistics networks;
understand the trends towards international logistics;
consider the structure and management of a global logistics network.
identify challenges that internationalisation presents to logistics management;
Suggest balanced measurement portfolios for the two factories Simple and Complex described in section 3.3. In particular, suggest key performance measures in the areas of strategy, process and capability.
What are the advantages of cutting the ‘total cost cube’ in different ways? Summarise the different perspectives on logistics costs provided by fixed/variable, direct/indirect and engineered/discretionary costs, and by activity-based costing.
Why are processes important in terms of managing logistics? Suggest how the processes of plan, source, make, deliver and return might differ in the case of the two factories Simple and Complex described in section 3.3.
Explain what is meant by the term value in a supply chain. How can value best be measured in a supply chain context?
Comment on Glup’s plans to create engineered costs from the perceived benefits of the new material-handling equipment.
What can we tell from the above analysis in Table 3.3 and the average DPPs per customer? (Consider in particular the differences in DPP between the four orders shown, and between the three customers P, Q and R.)
per cent?
The sales price reduces by
per cent?
Fixed costs increase by
how activity-based management can be used to identify the cost drivers in your business.
how logistics costs can be managed for better value creation;
what is meant by the term ‘value creation’;
identify how better cost information can be used to create more value.
explain how total costs can be divided up in different ways, and how they can be applied to managing the supply chain;
explain the concept of value and its implications for managing the supply chain;
What are the opportunities and threats facing suppliers as a result of the likely changes to Global’s quality of service priorities?
How will Global’s own customer service priorities change as a result of this?
What actions do you think Global could take to respond to the needs of its customers?
Read the case study ‘Global Lighting’, and answer the study questions at the end.
The ‘Batman’ case (Case study 2.5) presents what might be described as a ‘marketing wish list’. Analyse the likely logistics challenges at each stage of development, and suggest how these might be addressed.
suggest ways in which logistics can play a part in the marketing mix for:a an airline;b a supermarket;c an automotive manufacturer;d a hospital.In each case, specify the organisation you have in mind and explain the reasons for your suggestions.
As a competitor to Everglo, what would be your options in response to Everglo’s latest moves?
Has Everglo reached the end of the line in terms of its quality of service strategy?
years ago by Ingmar Kamprad, he realised that customers did not mind queuing, collecting their purchases and assembling the furniture themselves as long as the price was right. Suggest why gaps in quality of service have opened up.
When IKEA was founded
What actions are needed to straighten out the ‘matrix twist’?
What has caused the ‘matrix twist’ between CleanCo and its retail customers?
Characterise the changes using the concept of order winners and qualifiers.
Evaluate the changes that took place in the segmentation of Powerdrive’s market.
List the logistics challenges of mounting promotions and events at a retailer such as BTC.
how to use logistics strategy drivers to help redefine segments to achieve this alignment.
how supply chains should compete by aligning logistics strategy with marketing strategy;
show how current segmentation practice can be re-engineered to set logistics priorities.
explain the connection between quality of service and customer loyalty;
explain how customer segmentation works, and to emphasise its importance to logistics;
develop the marketing perspective on supply chain management;
What do you do when one of your employees shows up for work showing signs of being under the influence of drugs or alcohol?
Why do we not simply address all performance problems with a disciplinary process that essentially says “shape up or ship out?”
Why should the supervisor avoid inquiring into the nature of an employee’s personal problem?
Concerning employee problems, why is it claimed that the supervisor should use only job performance to initiate the corrective process?
What do you believe is the most effective way for the supervisor to exert a positive influence on absenteeism? Why?
How do paid-time-off programs actively discourage the abuse of sicktime benefits?
Can you envision circumstances under which referral to an employee assistance program should be made a condition of continued employment? When and why?
Why can we not simply create a special set of conditions to apply just to single parents or parents of latchkey children?
Why do we frequently say that the supervisor should not give advice to employees concerning their personal problems?
Do you agree that enforcement of ethical guidelines has become more difficult in most settings in recent years? Why might this be so?
Address special problematic situations such as friction between and among employees and unethical behavior by employees and peers.
Recommend procedures for the supervisor to apply in addressing performance problems that appear to be related to employees’ personal difficulties.
Explore the relationship between personal problems and particular behaviors exhibited on the job.
Address the commonly experienced problem of absenteeism and suggest how the supervisor can constructively deal with chronic absenteeism among staff members.
Provide the supervisor with the means of identifying employees whose performance problems and other difficulties could suggest the presence of underlying personal problems.
Assuming Janet decides to confront Bonnie, how should she go about doing so?
What are the hazards Janet faces in (1) dealing firmly with Bonnie’s behavior and (2) ignoring Bonnie’s absences and saying nothing?
Why should we want to avoid criticizing another’s anger with statements such as “You shouldn’t feel that way” or “You have no cause for anger.”
Explain in some detail the risks inherent in continually suppressing conflict for the sake of peace and quiet.
Why might we say that sometimes the best immediate reaction to confrontation by an angry person is to shut down and walk away?
In some quarters compromise tends to be regarded as an undesirable condition to be avoided. Why might this be so, and what is wrong with this stance?
Describe a confrontational situation in which an individual’s words seem to be conveying a message opposite from that conveyed by the person’s body language. How can you go about determining which is the real message?
As a supervisor, how are you going to respond when an employee angrily confronts you concerning a mandate handed down by top management?
Explain why so many individuals in the work environment seem to go out of their way to avoid confrontation.
Describe in detail one specific instance of conflict where avoidance might be the appropriate response.
Provide two specific examples of how the interaction between departments or groups can automatically engender conflict.
Why can we claim with a fair degree of certainty that conflict often produces growth and progress?
If I plan to use a collaborative approach, what special precautions should I take?
What are my “hot buttons,” and what should I do if they are pushed?
Which strategy should I apply?
What false assumptions or incorrect perceptions might the other party hold?
What do I believe the other person wants? Does he or she have covert goals?
What is the most I will give up?
What do I want to accomplish?
Provide guidelines for the supervisor’s constructive use of confrontation in managing an employee group.
Present several fundamental working strategies for addressing conflict in the work setting.
Establish an appreciation of the dangers inherent in escalating or suppressing conflict.
Identify the primary causes of conflict in the work setting.
Identify conflict and confrontation as unavoidable dimensions of communication that can be destructive or constructive depending on how they are used or addressed.
Offer a few suggestions for Helen to consider in working with her unhealthily divided department over the coming weeks and months.
How do you suggest that Helen begin an effort to disband the“opposing forces?”
Would you advise Helen to meet with each group separately, as suggested? Why or why not?
Provide an example or two about how assumptions about people can lead a supervisor into difficulty.
Who is likely to be key in ensuring organizational support for a diversity initiative, and to whom will most of the implementation activity belong?
Describe several of the kinds of legal action that can arise from issues of workforce diversity.
Explain why it is likely that personal values are difficult to alter, and describe how doing so might be accomplished.
Describe a situation in which the stated values of an organization are in apparent conflict with the values implicit in management behavior.
Provide at least two reasons why we can state that the total workforce in health care is more culturally diverse than most other lines of business activity.
Describe one of the possibly significant risks embodied in a supervisor’s lack of sensitivity to diversity issues.
What might need to be done with the organization’s personnel policies to accommodate workforce diversity? Provide an example.
We have long been admonished to ensure equal treatment of employees. How can we possibly respond to cultural differences among employees in a group without treating some differently from others?
What do you believe to be the strongest factors in ensuring that a diversity initiative is taken seriously throughout the organization?Why?
Address the responsibilities of first-line supervisors in managing an increasingly diverse work group
Describe the essential elements of a diversity management program.
Establish the necessity for congruence of corporate values and personal core values in successfully managing a diverse workforce.
Provide examples of cultural core values that define the kinds of differences that exist between and among groups with varying backgrounds.
Establish cultural diversity as a vital ongoing concern of every supervisor in the healthcare organization.
Develop an appreciation of the changing composition of the American healthcare workforce, and examine the implications of an employee complement that is increasingly ethnically, socially, and economically diverse.

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Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions

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